Beating Burnout: Mitch Matthews on Unlocking Your Next Chapter and Building Owned Authority

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Speaker F: 21/step into the world of success with your brand amplified. The ultimate podcast designed to unravel the intricacies of thriving businesses. I'm your host Anika Jackson and I'm on a mission to uncover the stories, strategies and secrets that have propelled entrepreneurs and business leaders to success. It is always a treat when I have a fellow podcaster on the other side of the mic. And that's what I have today. Mitch, you are the host, somebody who's crossed over 450 episodes of Dream, Think, do. And your whole body of work is built around what's my next? Such a great question and something I'm m always striving for as well. So I'm going to ask you, Mitch Matthews, what is your next?

Speaker G: Oh, I love this. This is great. Just turning it right back on me. I knew, I knew you, like, go right for it. I love it. Yes. So I love it. I Helping people build businesses. I love building my business. But it's one of those things. The question is always, what's this season and what's next season? And we're definitely in that, that phase of, of doing that to be able to maximize the business for this season of my life, all those things. But to be able to say, as we move into the next season of life too, it's the question of how do we scale, how do we impact even more people? All those things. So we have a, uh, training organization. So we offer coaching, speaking and online training. And, uh, so I, I think you're the same way. I love getting to work one on one with people. And that's a big part of most of my day, is I do success coaching with executives and leaders and entrepreneurs and founders. And then there's a chunk of my coaching where I'm helping other encouragers, coaches, speakers, content creators, love both of that. And then we build out a certain amount of online training as well. And so I want to continue to do the one on one, but we're continuing to build out our library of training and dropping into specific types of training. So it's an exciting time. Uh, there's always a learning curve to it, and some of those experiments go so much better than you thought, and some go down in fiery flames. But we're having a whole lot of fun kind of getting back into the laboratory and learning what we need to learn for this next season.

Speaker F: I think that's always so important, and I do usually, of course, ask those kind of questions at the end, but I had to turn it on you because of your subject. So thanks for going with it. But let's go back. Let's rewind to your corporate chapter. Right? You were doing great. You took a promotion. You knew pretty quickly it was the wrong fit. What was that? Uh, Role that told you so fast. What was that feeling that you had where you realized, yikes?

Speaker G: Yeah, it's. I, uh, did. I knew within probably 48 hours. And so, yeah, kind of the. The specifics and. And a little bit more of the backstory was that I knew early on I enjoyed training and coaching. I liked mentoring, all those things. So I had a sense that maybe someday my life would look like that. I wasn't quite sure. I didn't even know the kind of work that I'm doing now would even be an option. But I had a sense that maybe it would involve teaching on concepts that I was excited about and, you know, some kind of training. So I got into pharmaceutical sales after some business to business sales after I graduated from college and like you said, had had quite a bit. Quite a bit of success with that. It was in an era of the pharmaceutical world where it was a highly technical sale and a highly relationship or, uh, relational sell. And I love that I thrived in that. Plus I had the added benefit of we were l. In Montana at the time. And I would always say my. My territory was basically the northern half of the Louisiana Purchase. So I had God's country as my territory. So I covered 2/3 of Montana, uh, half of Wyoming and a chunk of Idaho. So I had places like Bozeman, Montana and Jackson Hole, Wyoming, as a territory I got paid very well to drive around in. And so I just thrived in that. And so I shot up through the ranks, had a lot of success and had a lot of fun. It was a great fit for me. And then I got promoted into the training department of a $2 billion pharmaceutical company in the midst of a bunch of launches and exciting time. And I got to help to run this training department at a time where the organization was thriving. So I got back to my roots. I got back to training 247 and coaching new sales reps and coaching new leaders and. And coaching other trainers and things like that. So it's just all just fit. And then I had this opportunity to take this promotion and there was some circumstance around it. It was going to allow me to get back my family. My wife and I, we started to have cubs. So we moved from Montana to Chicago for the first promotion. We took the next promotion so that we can move back to Iowa. So I thought, hey, this is great. And I probably took that promotion with a little bit of blinders on. I think my inner knower knew it was probably not going to be a great fit. But within a few days, some of the other circumstance was leadership change. So the person that I had interviewed with, who I really connected with, basically took a different job within 48 hours. So all of a sudden I had a new manager. All of a sudden my, my goals were shifted, what I was going to be focusing on, all of those things change within about 48 hours. And that was no mistake of anybody's, you, uh, know, or, or you know, malicious intent by the organization. They didn't dupe me. It's just kind of what happens sometimes within the corporate world. But all of a sudden it was this huge wake up call of oh, I now was moving out of this sweet spot of developing others and teaching and coaching and mentoring and getting back into the sales field. But within a product category I wasn't excited about, with a group and a kind of a customer group that I wasn't excited about. And so it's one of those things where I will say that those circumstances woke me up. But the hard reality was I wasn't just in a situation where I had a bad fit job. We were also living what I call the sitcom life. Whereas my wife was staying home with our two boys at the time. So we were in a single income, two children, oppressive m. Mortgage situation because we'd kind of gone and bought that dream home, the one we thought we'd live in for 20 years and all those things. So I couldn't just quit that bad fit job. I had to actually perform and kind of figure things out as I moved along. And, and I'm grateful for that season, it was a hard season. But that season also woke me up that the pharmaceutical industry wasn't necessarily bad or a bad fit. But I knew deep in, you know, that my heart of hearts, that's probably not where I was going to spend the rest of my days. And that bad fit job woke up that dream of doing something on my own and creating something that I owned. And so since we were in that sitcom situation and I couldn't just quit my job and start whatever I wanted, I had to give myself permission to start to figure that out, to start to experiment on this side of what I was doing. So I, I committed to still delivering, still working hard, still hitting my numbers, all those things. But then I started to experiment with different ways where I could get back to my strengths, get back to my passions, and in many ways also find ways to make money from those things which I'd never really done, especially on my own. And so, uh, through his series of experiments, I found coaching and then speaking and Those things started to take off and they really built alongside that bad fit job, which helped me initially to get my fire back, which was great. But over time, it started to replace my income to the place where we could finally leave that bad fit job and launch into what I do now full time.

Speaker F: Yeah. And you did have some kitchen table encouragement from your wife?

Speaker G: Uh, very much so. I married up. So, uh, my. My wife was critical in helping me find that thing that I wanted to do. So. That's exactly right. So on one particular long day, I came home, I was beat up and, uh, frustrated, and my wife sat me down. She said, hey, I'm worried that your fire is going out. And she put down this magazine in front of me, and I'll never forget it. It was an article about a, uh, basically an airline executive. So I started to read it and it really didn't connect. I'm like, I'm sorry, babe, but this is a swing and a miss. Like, I have no interest in the airline industry. You know, all this. And she's like, no, no, not that article, the sidebar article. And she pointed out this, this shorter article on the side that was speaking about this executive's coach and what this exec, what this executive, you know, the clarity that the executive got and, and kind of that renewed passion for his work all through this executive coach. And I was like, she's like, that's what you do. You've always done that for as long as I've known you. That's what you do. We have to figure out a way for you to do that. And so that was definitely a catalyst conversation of being able to say, oh, maybe this is real. Maybe this is something that I could do. And so I had to even figure out, like, what does that even look like? So I did go and get some training, and then I did start to experiment. I will say the training that I got was very helpful in the coaching side, but, uh, abysmal on the business side. So I had to go and get mentors and, and learn from other entrepreneurs. And once we started to kind of figure that out, things started to roll kind of snowball very quickly. But, uh, initially it looked like failure after failure after failure. But then we started to see things really start to take on and catch. And I'm grateful for those failures because it also was a gut check to say, hey, is this just a hobby or maybe just a jobby? And, you know, I. My wife even said, hey, maybe you just do this a little bit to, uh, you know, scratch that. Itch. And maybe it never grows into anything. But those early failures and setbacks also help me to say, wow, I actually like solving these problems. Like, they're problems. They're real challenges, but I like solving these problems. And so that was also huge encouragement for me to say, I want to get back to solving problems I'm excited about.

Speaker F: Yeah, yeah. And having the encouragement of some mentors and also your partner is so instrumental in that. When I. I wouldn't be podcasting if it weren't, I, you know, I started podcasting for a couple of my clients for my PR firm, but I could have just. That could have just been the end of it.

Speaker G: Yep.

Speaker F: I wouldn't have started mine without my partner saying, you really should be doing your own podcast. And he's also a filmmaker and an editor, so he's like, and I'll edit it for you. At least for the first part, it

Speaker G: doesn't hurt, right?

Speaker F: Yeah. But that encouragement, when we have those moments where we're like, I know I'm not doing the thing I'm supposed to be doing, it's not quite the right fit. I need to figure out what's next. But you. You have to have those people who can help you on that path, uh, not do it for you. Right. We still have to have the failures, but at least be there to hold our hand or say, keep on going, give us those little nudges. Yeah.

Speaker G: It's so true. And it's, uh, a big part of that. And we talk about this a lot that, you know, as you start to experiment and maybe say, hey, I want to try something new. And, and, And I'm a big fan of saying, you don't have to burn down your current life to start something new. You can experiment. But a big part of that is also, like, exactly what you're saying, giving yourself permission to be intentional with who you're surrounding yourself with. And I will say, I'm so grateful for my wife, because I say I married up. And it's absolutely true. I hope you get to meet her someday. You guys would get, uh, into all sorts of trouble together in the best of ways. But I know that some of my friends were uncomfortable with me trying this thing, because a lot of my friends were actually in the pharmaceutical industry. I'd been in the industry for a decade, so most of those people, when I started to say, hey, I'm thinking about doing something new, I'm thinking about doing something on my own, growing a, uh, business, some of my friends celebrated that. Some of my Friends said, hey, I don't know. And looking back now, I realized my growth was making them uncomfortable. And I think in some ways, sometimes it was with some of my friends, it was probably kind of awakening something in them where they. They knew they probably needed or think should be thinking about something different, but they weren't ready to do that, and me doing it kind of made them uncomfortable. And so I really did have to give myself permission to change my friend group a little bit or decide to spend a little less time with a few of those people that were naysayers, or I even had a couple of people make fun of what I was doing, which was just fine. Right. But I had to choose that. And I, uh, also had to take that as confirmation that I was onto something bigger if it, in fact, made some people uncomfortable.

Speaker F: Yeah, yeah. And on with dreamthink. Do of course, you have this entire new community. That's one of my favorite things about these conversations, is that now deeply connected. Right. So talk a little bit about that. Nobody gave you permission to start a. A show, right?

Speaker G: Nobody. Yeah. Most people didn't even know what a podcast was when I. When I started this thing.

Speaker F: Early days. Absolutely.

Speaker G: Exactly. Yeah.

Speaker F: How did you decide to start the show? How did it change your business, your authority, and perhaps even the community that you surrounded yourself with?

Speaker G: Yeah, absolutely. So I. I am with you. I think everybody should have a podcast because at the very least, it the best excuse to have conversations with interesting people you might not ever have otherwise. Right. Um, I love how, like, it gets us connected. I don't know how our worlds would have connected any other way, but I'm so grateful. Now our worlds are interconnected, which is absolutely beautiful. But you're exactly right with the podcast. You know, one of the things that we do with our coaching clients is I. I now, you know, I coach executives and leaders and entrepreneurs. And that started full time in 2002, like we talked about. One thing we didn't mention or I didn't mention was that in 2006, other coaches started to notice what I was doing, and they're like, hey, it seems like what you're doing is working. Teach us what you're doing. And so we also. I started to coach other coaches, and we started to do training and online training, you know, business development for. For coaches. And that was a whole lot of fun. But I wound up having kind of these two worlds that never touched. One world was coaching with executives and leaders and entrepreneurs, and one world was training and coaching coaches. And a few years ago, Now, I had an event for coaches, and there were. I was bringing in some great speakers, and so I invited some of my CEO clients to come. Even though it was just for coaches, I was like, come hear these speakers. You're gonna love it. These people are encouraging all that. So they came, and about halfway through the day, they came up to me and they're like, hey, why have you been holding out? Why aren't you teaching us these coaching strategies? Why aren't you teaching us these business building strategies? And so a few years ago, we started what we now call the authority bridge, where we were helping executives, entrepreneurs, founders to also start coaching, speaking, consulting on the side. Not blowing up their life, but taking their brilliance, their experience, the things they're passionate about, and turning that into a side business that allows them to have more impact and income. And it often happens at a time where they're also thinking about their legacy more and being able to build an authority outside of their current work or their current organization. So that's been a lot of fun. So that plays into the question about why I started DreamThink do is that years ago, over 10 years ago now, I had heard about podcasting. Um, really didn't know. I. I will admit, when I started podcasting, I didn't listen to podcasts. I. I'm like, I think, I know it sounds like it's just people having conversations. I'll just start doing that. But I, uh, also, it's one of those things that podcasting allowed me to build my authority. Because as you build your authority, one of the things we talk about with executives and, and leaders who want to also coach or speak is we want to take your authority that you have. And when it. Your authority comes from your position, your role, your organization, that's what we call borrowed authority. It's not bad. It's important it exists. But if that job goes away, that role goes away, that organization goes away, that authority goes with it. And so we always say, you want to intentionally build authority that you own. And what that is is basically starting to teach and learn on property that you own, on ground that you own. And I'm a big fan of saying, hey, I don't have it all figured out. I'm not a guru, but I'm passionate about certain topics, and I want to dive deep into those things and come along with me on the journey. As I figure some of this stuff out, I'm going to be the last one to say, I've got it all figured out, but come along for the ride. As I'm trying to figure it out, and that's basically what we did with Dreamthink do was to say he, hey, I like the categories of dreaming big, thinking better, and doing more of what you're put on the planet to do. So I just went and started, you know, talking with really smart people about those topics. And it's led to some amazing conversations with, you know, some household names. We've had Brendan Burchard on, we've had Michael Hyatt on, Lewis Howes on, Jamie Kern Lima, a number of household names. But we've also had people, lesser known people that are freaking fascinating, that are doing interesting things. We, uh, had an Oscar winner who he did, he does special effects. So I think he's touched about 1100 movies.

Speaker F: Wow. Uh,

Speaker G: and TV shows. And absolutely fascinating to hear his creative process. Now, what's interesting is, is that he's making ghouls and horrifying things. Like, I mean, he. All of Quentin Tarantino movies. Just about any scary movie you've ever seen, he probably touched it and horrified you as a child and maybe even as an adult. But his creative process helps. My executives go, oh, that's how he gets a new idea, you know, like, uh, it's just one of those things. So we can always learn from different people. It's just opening yourself up to say, hey, all right, who could I be learning from right now? So for me, it was an, uh, you know, basically an outlet for my curiosity. I knew it was also a way where I could grow in my authority. So we always say, hey, follow that curiosity, but also teach as you go, and your authority will grow with it. Yeah.

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Speaker F: Well, uh, and that takes us perfectly into talking a little bit more about the Authority Bridge for, uh, you know, I think everybody listening should know about borrowed authority. Let's talk a little bit about, for people who are just hearing this for the first time, what is the Authority Bridge? Break it down. Where did it come from and why? Why a bridge instead of a. A leap?

Speaker E: Right? I love it. So the Authority Bridge truly is a, a unique coaching program that's designed for executives, leaders, entrepreneurs who again, are not wanting to burn down their current life, but they, they're feeling that

Speaker C: inclination that they want to impact more or different people. They like the idea of generating more income, but it's also a thought towards their legacy. Like what, what do they, what kind of thumbprint do they want to leave on the world? And so we teach them basically Strategies for growing their own authority. And what's interesting about that is that often that will help them in their current career and current

Speaker E: role. Because

Speaker C: we start with

Speaker E: the

Speaker C: process

Speaker E: of a

Speaker C: brilliance

Speaker E: inventory,

Speaker C: which always

Speaker E: makes people laugh a

Speaker C: little bit,

Speaker E: like, really

Speaker C: brilliance?

Speaker F: But

Speaker E: it's. You are surrounded by brilliance, you're swimming in brilliance. But just like a fish who

Speaker C: doesn't

Speaker E: really acknowledge the water it's swimming in, you're

Speaker C: swimming in brilliance and you think everybody knows it. So we mine

Speaker G: and we inventory the things

Speaker C: that

Speaker G: the, the people that I work

Speaker E: with

Speaker C: to be able to say, what do you do in the morning to set yourself up for success? What do you do when you're getting ready for a meeting with your team? What are some of those things? We inventory those things that they might think are normal. And then we say, hey, how can you start to teach from that? And what's interesting is we also, within the brilliance inventory, we also dive into the passion assessment to be able to

Speaker F: say, hey,

Speaker C: who

Speaker F: are you

Speaker G: passionate about? You know, oftentimes they're leading a team or they're leading an organization. And of course

Speaker C: they'll say

Speaker G: they're passionate about their people,

Speaker C: you know, the people

Speaker G: that they lead all

Speaker C: those things. But it's like, okay, and who outside your organization are

Speaker G: you passionate

Speaker C: about helping? Who would you love to see grow?

Speaker E: The

Speaker C: other thing we also

Speaker F: dive

Speaker C: into was

Speaker F: what makes you pissed,

Speaker C: right?

Speaker F: Because it's that thing of being able to say that passions change and evolve over time,

Speaker C: but what ticks you off pretty much stays the same. So, you know, oftentimes we'll inventory to say, hey, you know, who would you love to help? But also when you see injustice, when you see somebody hurting, or when you see somebody, you know, experiencing a setback, or when you think about some of the pitfalls that you fell into, who do you want to help avoid that? And it's amazing to do that is it tends to be a, uh, pretty encouraging experience. But it also helps a lot of our leaders to get their fire back.

Speaker G: So

Speaker C: with the authority bridge, it's a specific coaching program that helps them to either build a, uh, coaching, speaking or consulting arm to what they're doing that can then sit alongside their current work. And a lot of folks continue to do that for, you know, 10

Speaker G: years,

Speaker C: generate an extra, you know, a hundred thousand or

Speaker G: more a year doing that on the side,

Speaker C: kind

Speaker G: of

Speaker C: fitting in with what they're doing. And then some let it continue to grow and let it be their full time thing. And some people use it to kind of actually shift into semi retirement or into their next chapter after their current work. And so

Speaker G: that

Speaker C: owned authority is

Speaker G: a big

Speaker C: part of

Speaker G: it.

Speaker C: It's interesting. It's the metaphor of.

Speaker G: I just

Speaker C: recently

Speaker G: found out that McDonald's, every McDonald's you drive by

Speaker C: the building

Speaker E: is

Speaker C: owned by the franchise

Speaker F: owner,

Speaker C: but

Speaker F: the

Speaker C: land it's built on is owned by McDonald's.

Speaker F: Interesting.

Speaker E: So as

Speaker C: long as you own that McDonald's, you

Speaker E: own

Speaker C: the

Speaker E: structure, you

Speaker G: buy

Speaker C: the buns and the hamburger meat and all those things,

Speaker E: but

Speaker C: you'll never own that land. That's the picture of borrowed

Speaker G: authority,

Speaker F: because

Speaker G: that's what

Speaker F: often

Speaker G: will happen is that someone will come up through an organization or through an industry,

Speaker C: and

Speaker G: something changes outside

Speaker C: their

Speaker G: control,

Speaker C: and all

Speaker G: of a

Speaker C: sudden

Speaker G: that's gone. Just

Speaker C: like if McDonald's

Speaker G: chose

Speaker C: to

Speaker E: revoke

Speaker C: that lease. Boy, what happens, right, that, uh, you don't own that

Speaker E: ground. So for

Speaker C: us,

Speaker G: it's that thing of being able to help somebody own their authority so that it goes with them wherever they want to go, wherever they need to go.

Speaker F: This is not a question I thought I was going to ask, but I do teach podcasting to graduate students at, uh, University of Southern California. And I'm having them create their bios, figure out how they'd pitch themselves. And I have a custom GPT that I built. I'm having them test out so it can show their readiness, you know, their interview readiness and what they might need to work on and. But what shows would they be teed up for now? And it's a novel concept for these students because a lot of them are. Maybe they don't even have careers yet. Right. So they're still trying to figure out who they are, but I'm trying to encourage them to think about what is your authority, who are you and what do you bring that's unique because if you start this process now, if you go work for other people, you're going to have your own brand. Right. And so they're going to be starting that bridge a little bit. So what advice give to people who are earlier in their career and, you know, trying to figure out what the heck they're going to say their authority is.

Speaker E: I love that. And I love that that you're teaching that. Professor Jackson. I think that's fantastic. Right. And, and here's the thing. What I would say about authority is interesting in that authority, it can come from position, but more so, when you truly understand authority, it comes from perspective. And so, uh, like, as an example, we had somebody come

Speaker G: through the program

Speaker E: and

Speaker G: and most of the people that are in the authority bridge program are

Speaker E: usually in their 40s

Speaker G: and 50s,

Speaker E: some early

Speaker G: 60s.

Speaker E: Um, and that's

Speaker G: great. But

Speaker E: we had

Speaker G: somebody recently

Speaker E: that was in their early 30s. And what was interesting about them

Speaker G: was they were

Speaker E: incredible. Just a

Speaker G: complete rock star, but they kind of had that Michael J. Fox look about them. So I think he was 32, but he looks solidly 24,

Speaker H: maybe,

Speaker G: maybe could

Speaker E: still be

Speaker G: in high school, let alone college, right? So he's like, I have a problem. You know, and he

Speaker E: was

Speaker G: wildly talented, incredibly wise, very grounded, very humble,

Speaker E: had

Speaker G: his mba, so, you

Speaker E: know,

Speaker G: incredibly had a lot of book knowledge, but also had a lot of life experience.

Speaker H: And

Speaker G: he wanted to start speaking and coaching

Speaker H: and

Speaker G: he

Speaker H: wanted to

Speaker E: focus on leadership. And he's like, here's my problem, is I still look like I'm, um, you know, I should be in high school math, for crying out loud. How do I try to coach executives and CEOs that are leading teams of thousands? And I said, well, it's perspective. I said,

Speaker G: if you tried to go in and have your authority be based on your experiencing leading organizations of thousands,

Speaker E: you

Speaker G: would have no

Speaker E: authority.

Speaker F: Mhm.

Speaker E: But if you were able

Speaker G: to take

Speaker E: your authority in your age and your experience and say, hey, what if I could

Speaker G: interpret

Speaker E: what your younger employees want, what

Speaker G: your younger employees need, what your younger employees are saying, what if we could do that?

Speaker E: I said,

Speaker G: how does that authority feel? And he's like, oh, I could step into that

Speaker E: right now. And he's like, it

Speaker G: would kind of

Speaker E: help me look

Speaker G: young because I'm gonna look young for

Speaker E: the next 20 years. And so he kind of became a millennial

Speaker G: whisperer. We came up with a better phrase

Speaker E: than that, but it's that thing of that gave

Speaker G: him

Speaker E: authority, but it was

Speaker G: also that thing of he wanted to be authentic. I'm a big believer that if you want to have true authority, it's gotta come from a place of authenticity and humility. And he did. He, he wanted to stand on solid ground. So it was a passion area. But from that perspective, he immediately could have more authority and connection. And executives really did respond to that because, you know, that's, that's a big question mark for a lot of organizations, like, how do we engage, how do we attract, how do we retain younger employees? And all of a sudden he had all the authority in the world. And his looks actually helped in

Speaker E: that

Speaker G: as well. So it's

Speaker E: that

Speaker G: thing of being able to

Speaker E: say,

Speaker G: if you want to grow in authority, definitely

Speaker E: learn, right?

Speaker G: Go and Learn from people, dig in,

Speaker E: teach back. Like a, uh,

Speaker G: podcast is a great example of saying, hey, I'm not an expert. I don't know everything, but I'm learning. So join me as I do that. Right? So that's great. Always be committed to learning. But as you're wanting to grow in your authority, also look for the perspective, the perspective that matters.

Speaker E: If.

Speaker G: If that

Speaker E: person

Speaker G: had been trying to coach people in their 60s on what it is to, uh, you know, lead large, lead large organizations. No authority, no credibility. But when he shifted that perspective, it made all the difference. So,

Speaker E: you

Speaker G: know, look for the perspective that feels right but also gives you that authority,

Speaker H: and it can make all the

Speaker E: difference.

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Speaker F: I think that's very useful for everybody listening, not just for my students. So thank you.

Speaker E: Absolutely, absolutely.

Speaker F: I also, you make a distinction that I think a lot of us have never heard. Burned out versus bored out. What's the difference? And why does getting the diagnosis wrong lead people to the wrong solution?

Speaker C: Yeah, I love this. Okay, so what's interesting

Speaker E: is

Speaker C: with, with

Speaker E: working with a lot

Speaker C: of executives, leaders, entrepreneurs, burnout,

Speaker E: or

Speaker C: what people assume is burnout is a really a key area

Speaker E: that

Speaker C: we work

Speaker E: on because

Speaker C: as you know, if somebody's experiencing

Speaker G: burnout, they often

Speaker C: will feel a

Speaker G: sense of fatigue,

Speaker E: a

Speaker C: sense of frustration, lower fulfillment from their work,

Speaker E: all

Speaker C: of those things. And oftentimes it can come from workload. But interestingly enough, and this ties into exactly what we've been talking about recently, I interviewed a French neuroscientist named Annlor lacomp. Had to practice that name, right? Uh, I was like,

Speaker E: how do I say it? Is what? But Ann Laura Lacoop, and one of the things we talked about was that she had worked for Google. Pretty

Speaker C: successful

Speaker E: organization, right? But as if you talk with anybody that works at Google, very demanding environment, and she admits that she

Speaker C: quit

Speaker E: Google because of what she thought was burnout.

Speaker F: Wow.

Speaker E: Now what's interesting is,

Speaker G: is that

Speaker E: as she got back to

Speaker G: research,

Speaker E: you know, her

Speaker G: passion around

Speaker C: neuroscience,

Speaker E: those

Speaker G: kinds of

Speaker E: things, she

Speaker G: realized

Speaker E: that in fact what she was experiencing

Speaker C: was

Speaker E: not

Speaker G: burnout,

Speaker E: it was actually being bored out. And what

Speaker G: being bored

Speaker E: out is, is it, uh, basically the

Speaker G: symptoms, the symptoms set

Speaker E: is the

Speaker G: same as, as burnout is frustration it's fatigue, uh, it's lack of being able to focus,

Speaker E: it's lower fulfillment in your work. But it's not just from workload. It is actually something that a lot of high achievers experience. Because being bored out, it occurs when you deliver over and over

Speaker G: and you start to become bored with what you do. And you think about high achievers, what are we known for? We're known for delivering

Speaker E: results. We're often known for establishing systems and SOPs that allow those things to happen over and over and over again. It's often what gets people promoted, it's what gets people to success. But as we do those things over and over and over, we can start to become bored. Now what's

Speaker G: beautiful about

Speaker E: Ann Laura and what she has

Speaker G: found is

Speaker E: that actually there is a cure for being bored out. And the good news is it's not burning down your life. It's not moving to Fiji or the other side of the

Speaker F: planet.

Speaker E: It actually is the intentional injection of novelty. And specifically what an lore talks about is 15 minute injections of novelty.

Speaker G: Studying something, learning

Speaker E: something, having a conversation with somebody that you wouldn't

Speaker G: typically or normally have 15 minutes a

Speaker E: day. It's one of those things that it helps you to actually move out of the sensation of being bored out and gets you to go basically back to full

Speaker G: engagement.

Speaker E: So that's,

Speaker G: it's, it's wild

Speaker C: because

Speaker G: we

Speaker C: introduce

Speaker G: that with a lot of the, uh, success coaching clients that I work with to be able to say, all

Speaker E: right,

Speaker G: what do you want to be learning? What's, what's a hobby? What's something we

Speaker E: might want to try to build or experiment with? And the big

Speaker G: thing there is

Speaker E: again, you don't have to burn

Speaker C: down

Speaker E: your life, you

Speaker C: don't

Speaker E: have to quit everything, but to be

Speaker C: able to say,

Speaker E: hey,

Speaker C: can just

Speaker E: start with

Speaker C: experimenting

Speaker E: with new things that you

Speaker G: want to

Speaker C: learn.

Speaker E: Maybe

Speaker G: it's watching a ted talk for 15 minutes

Speaker C: instead of scrolling. It's,

Speaker E: you

Speaker G: know, taking a night class, a cooking

Speaker E: class or

Speaker G: something completely unrelated to what you do. And I know for a lot of our authority bridge clients, being able to start building your own business. It is that injection, that daily injection

Speaker E: of

Speaker G: novelty

Speaker C: because

Speaker G: you're learning

Speaker E: new things.

Speaker C: You're taking

Speaker E: the

Speaker C: things that you've

Speaker G: done

Speaker C: before, oftentimes

Speaker G: over and

Speaker E: over

Speaker G: again,

Speaker E: but

Speaker C: you're applying

Speaker E: them in

Speaker C: different ways

Speaker G: or you might be teaching

Speaker C: them. And as you

Speaker G: know, when you teach something, you learn it at a whole

Speaker F: new level and

Speaker G: it just helps to relight the fire. So I know with a lot of successful

Speaker E: people

Speaker G: that I

Speaker E: work with, they think what they're experiencing is being burnt out, but once they hear bored out, it clicks. And it's one of those things that, uh, what's beautiful about it is the correction and.

Speaker C: And the antidote

Speaker E: is actually

Speaker C: a

Speaker E: lot

Speaker C: more

Speaker E: simple than

Speaker C: you might

Speaker E: think.

Speaker F: Yeah. Gosh, I wish I had known that when I started my career, because I think it would, uh, you know, and over the years.

Speaker G: Right,

Speaker F: exactly right.

Speaker E: Exactly

Speaker F: right.

Speaker G: It's. It's

Speaker C: beautiful. And it is that thing of giving yourself permission to,

Speaker E: you,

Speaker C: uh, know. 15 minutes of intentional novelty also helps you to avoid a lot of the tragedies that happen in

Speaker E: life.

Speaker C: I. I recently had a conversation with an executive who, a few years ago, blew

Speaker G: up his life, got into drugs, had an affair, destroyed his family. He's doing better now. He's fully recovered, and his family

Speaker C: is. Is coming back, all those things.

Speaker E: But

Speaker C: when he heard this, he's like, oh, my gosh,

Speaker E: I

Speaker C: wish I would

Speaker E: have

Speaker C: intentionally injected some novelty as opposed to accidentally

Speaker E: searching for

Speaker C: novelty. And I'm like,

Speaker E: yeah,

Speaker C: that's exactly right. Some intentional novelty will save you from a lot of the accidental novelty that brings a

Speaker E: lot of people down.

Speaker F: Absolutely. I'm really excited because I get to listen to this episode again and put my listening ears on instead of my asking my voiceover. I love it. So, uh, I am curious. When people are looking at turning their expertise into income, is there one or two big misconceptions that, uh, you see them coming in with?

Speaker C: Yes, absolutely.

Speaker G: So. So one. One is interesting, and this might be surprising, and

Speaker E: it

Speaker G: comes to

Speaker E: not

Speaker G: having to burn down

Speaker E: your

Speaker G: life.

Speaker E: And

Speaker G: in fact, we actually put some training together. I'll just let your. Your crew know we have some training. It's a little bit more in depth. So

Speaker E: it's called making

Speaker G: time for your next chapter. And people can get it@mitchmatthews.com time

Speaker E: it's

Speaker G: a $97 workshop, but we actually made it

Speaker E: free

Speaker G: for you guys. So if you are listening and you want to check it

Speaker E: out, go

Speaker G: to MitchMatthews, uh.com backslash time and just use the coupon code. Make it one word. Your brand amplified. You'll get it for free.

Speaker E: But one

Speaker G: of the

Speaker E: big things is a lot of people think, oh, in order to build something like this, I need to have time. I. I need to have a lot of time. Like, I might need to quit my job in order to make this happen. And

Speaker G: one of the

Speaker E: big

Speaker G: things around that is to

Speaker E: say,

Speaker G: actually a shorter amount of focus. Time

Speaker E: can

Speaker F: make all

Speaker G: the difference in the world. It's, uh. We apply Parkinson's law. Have you ever heard of

Speaker E: Parkinson's law? This is something you can use to impress your friends. So Parkinson's law is a task expands to fill the time

Speaker F: it's

Speaker E: given.

Speaker F: Yeah. Okay.

Speaker E: And so what's interesting is that we always say, hey, you can actually build a profitable, impactful business in 30 minutes or less a day, four days a week. And

Speaker G: people are

Speaker E: like, wait,

Speaker G: shouldn't it be more? It's like, well, it can be more. But if I gave you a month to build a presentation,

Speaker C: would

Speaker G: you still be working on it

Speaker C: two hours before you gave

Speaker G: the presentation?

Speaker C: And most people are like, well, of course, yes. I'll probably

Speaker G: be working on

Speaker E: it two seconds

Speaker G: before I give

Speaker C: the presentation.

Speaker E: Like,

Speaker C: but if you add an

Speaker G: hour, could you actually

Speaker C: put together a pretty good presentation? Maybe not as good as if you had a whole month,

Speaker E: but

Speaker C: if you had an hour, could you do that? And people

Speaker G: often be like, well, yeah, I could. I could probably do that. I could probably put something pretty good together. And so what we do is we apply that strategy with

Speaker E: some

Speaker G: other things that the workshop goes much

Speaker C: more in

Speaker G: depth

Speaker C: with

Speaker E: some.

Speaker G: Some specific

Speaker C: strategies, and we

Speaker E: walk

Speaker C: you through building your authority as well. So it's. It's a good workshop, but the big thing is

Speaker E: that a

Speaker C: lot

Speaker G: of people

Speaker C: assume to build a business,

Speaker E: I

Speaker C: need a

Speaker G: lot

Speaker C: more time. But actually, as you know, successful

Speaker G: people get

Speaker C: things done.

Speaker E: And

Speaker F: so to be able to say, hey,

Speaker G: actually, if you have a specific amount of time and you know exactly what you're going to do, and that's what we do, is we show you what to do each time.

Speaker E: It

Speaker G: allows

Speaker C: you to get so much more done in a shorter amount of time.

Speaker E: And

Speaker C: what a lot of our executive, our authority bridge clients wind up doing is often with their clients actually

Speaker G: showing

Speaker C: people how

Speaker G: to get more done, you

Speaker C: know, and so it's. It's

Speaker G: funny

Speaker F: that,

Speaker E: you

Speaker F: know, that's

Speaker G: a part of the brilliance that they can teach from,

Speaker F: but they also

Speaker G: kind of have to learn

Speaker F: how to do it in a

Speaker G: new way, which helps them. Helps it to be that much fresher when they turn around and teach it

Speaker C: as well,

Speaker E: if

Speaker C: that

Speaker G: makes sense.

Speaker E: The other part

Speaker C: of it is, is

Speaker E: that

Speaker C: oftentimes, as people

Speaker G: are

Speaker E: building

Speaker C: their authority, they're teaching on topics that

Speaker G: they're passionate

Speaker C: about,

Speaker E: or they're teaching

Speaker C: on topics where they've

Speaker G: learned some. And I

Speaker C: think

Speaker G: a lot

Speaker C: of people think,

Speaker G: I don't know if what I know is revolutionary. And Obviously revolutionary is great, but oftentimes it's more getting the content that you

Speaker I: need when you need it,

Speaker C: versus having it

Speaker E: be

Speaker C: revolutionary. And so what we talk about is, we also talk about,

Speaker G: as you put out content, we're all about making it sustainable.

Speaker E: So

Speaker G: I'm not about, I'm um, I don't tend to attract people that want to become influencers, you

Speaker F: know, that kind

Speaker G: of thing.

Speaker F: They

Speaker G: just want to grow their authority. And

Speaker F: so

Speaker G: a big part of this is having a systematic approach

Speaker E: to

Speaker C: putting

Speaker G: out a

Speaker C: little,

Speaker E: basically

Speaker C: a little lesson once a week of what you're learning. And we do it

Speaker E: in a

Speaker C: way that actually a lot of people have fun with. But

Speaker E: it

Speaker C: doesn't have to be revolutionary and you don't have

Speaker G: to have

Speaker C: a huge audience to actually have a very

Speaker G: profitable business. It's just a matter of teaching

Speaker F: the people

Speaker G: that you're passionate about teaching specific things that are helping them in that moment,

Speaker E: as

Speaker G: opposed

Speaker E: to being something that's, you know,

Speaker G: magnificent or

Speaker E: revolutionary or something they've never heard before. Because I don't know about you, but oftentimes the

Speaker C: wisdom

Speaker G: I need

Speaker E: is wisdom I know, I just need to be reminded of. And

Speaker C: so that's what we talk

Speaker E: about now as we do that brilliance

Speaker G: inventory. Oftentimes we'll find these golden nuggets like, oh, I've never thought of it that way. That's great, let's teach on that too. But it doesn't have to be revolutionary to set you

Speaker E: apart.

Speaker F: And you've also used the phrase give myself permission a few times. Right. And I think that is one of the other keys is we often won't give ourselves permission to take that next step to the next thing. But if we hear it from somebody else, they're giving us permission to live in our brilliance, to take that step, to take that chance.

Speaker E: Yep, absolutely. And a big part of this is we live in what we call a permission based culture.

Speaker F: Mhm.

Speaker E: Right. You know, uh, if you grew up playing

Speaker G: sports,

Speaker E: especially now, you have to get, you know, you have to get selected to be a part of a team, somebody giving you permission. Certain schools you got to be selected to go to school. Usc, you need to be selected to come to usc.

Speaker G: All those things.

Speaker E: Right. That is a

Speaker G: good and healthy thing. You oftentimes need to be selected

Speaker F: in order to get a job, to be hired in a specific role for a specific task.

Speaker G: That's permission

Speaker F: based, that's fine.

Speaker E: But

Speaker G: oftentimes what we're doing then

Speaker E: is

Speaker G: we have learned we have to wait

Speaker C: for

Speaker E: somebody else to

Speaker G: give us permission

Speaker E: to do these kinds of things and the beauty of something like

Speaker C: this

Speaker G: and

Speaker E: it's. It

Speaker G: really comes down to whether it's authority

Speaker E: bridge

Speaker G: or something else that you're curious about.

Speaker E: It's

Speaker G: exactly right giving yourself permission to say, I don't have to have this all figured out,

Speaker F: but I'm

Speaker G: going to give myself permission to dig into this a little bit, to try something new. It's not waiting for somebody else to give you permission

Speaker E: to start or

Speaker G: to

Speaker E: explore. It's

Speaker C: giving

Speaker G: yourself

Speaker E: permission. And you're exactly right that

Speaker C: as you give yourself

Speaker G: permission,

Speaker E: it

Speaker C: will be amazing to

Speaker E: see the ripple

Speaker C: effect of that.

Speaker E: Uh, some

Speaker C: of your friends might start to give themselves permission to try some new things, too.

Speaker G: So don't worry about what people are thinking about you, because as my grandma Jesse used to say, boy, people are not thinking about you near as much

Speaker B: as

Speaker F: you

Speaker B: think

Speaker C: they are. Right? So if you're worried about what people might think, don't worry about that. Just give yourself permission to take that step, explore, experiment, and just see where it takes you. And there's a good chance that other people will be inspired as you do it, too.

Speaker F: I'm going to wrap my other questions up in a nice boat for our next time that I have you on this show or another show. Uh, I can't wait to. That was a perfect ending. So, um, Mitch M. Thank you so much. I love that you're giving us different resources. We also have the authority, architect, archetype, assessment, all the A's. So we will have all

Speaker E: the A's, all the

Speaker F: A's. We'll have that linked in the show notes. We'll have everything else, your website, everything linked. And also that wonderful offer you just gave for the workshop, too. Is there a favorite quote, mantra, verse, poem, a family motto, a book, Just words that continue to inspire you, Mitch?

Speaker C: Yes, I am an introvert by nature in a very extroverted world as a speaker and a

Speaker F: coach.

Speaker E: And also

Speaker C: I think it comes back to building out

Speaker E: your

Speaker C: authority and all of those things. And I was given some great advice as I was nervous about stepping into a room of people

Speaker G: that I very much wanted to get

Speaker C: to know. It was going to be a room that could help

Speaker E: me

Speaker C: grow my business, my life, my career,

Speaker E: all

Speaker C: of those things.

Speaker E: And

Speaker C: my mentor could tell I

Speaker E: was

Speaker C: freaking

Speaker E: out. And my

Speaker C: mentor

Speaker E: said, hey, don't

Speaker C: worry about being interesting.

Speaker E: Be

Speaker C: interested and you'll be the most interesting person in the room. So I live by that.

Speaker G: It's part of

Speaker C: the reason why I do the podcast, it's like, you know what? I'm not

Speaker G: worried about being

Speaker C: interesting. I'm just going to be interested.

Speaker G: I'm going to be curious, and

Speaker C: that's never let

Speaker E: me

Speaker C: down.

Speaker E: And so, uh, as, as your listeners are thinking about what they want to amplify, maybe it's, it's putting

Speaker C: yourself, you know, in that position of saying, you know what, I'm not going to worry

Speaker E: about being interesting.

Speaker F: Yeah.

Speaker E: But I'm going to be interested, I'm going to be curious, and I

Speaker C: can't wait to see where it takes

Speaker E: people

Speaker F: m and with that, I can't wait to see what everybody thinks about this episode and how they interpret everything that we've talked about and use these tools to move forward in their own lives. So, Mitch, again, thank you. It's been such an honor and privilege to have you on the show. And to everybody who's watching this episode or listening to it, thank you for coming back again. We always appreciate it. Feel free to leave us a rating review. Those really help discoverability. And I will be back again with another amazing guest to share some tips and tricks for you very shortly. Don't forget to leave, uh, us a rating or review on your favorite podcast listening platform. And if you want to learn more, check us out@yourbrandamplified.com.

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Speaker D: it's the early mornings, the long shifts, uh, packing two days into one, helping your kids with homework, and finishing your own before bed. Where others see obstacles, you see opportunity. Collection collecting wins. Even when no one's watching, this is what hustle looks like. Capella University keeps up with the way you move, letting you do work in life and learn in between. So go chase that degree and let your hustle make it happen. Capella University. What can't you do? Visit Capella Edu to learn more.